EXPERIENCE ‘18 Driving Culture & Accountability · EXPERIENCE ‘18 Dan Barrett, Director, USPS...
Transcript of EXPERIENCE ‘18 Driving Culture & Accountability · EXPERIENCE ‘18 Dan Barrett, Director, USPS...
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EXPERIENCE ‘18
Dan Barrett, Director, USPS Customer Experience and Market Insights
Jannine Zucker, Principal, Deloitte Consulting LLP
Jennifer Rome, Senior Manager, Deloitte Consulting LLP
Driving Culture & Accountability
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2 | Copyright © 2018 Deloitte Development LLC. All rights reserved.
Our team
Director, USPS Customer Experience and Market InsightsMaking Customer Experience (CX) a Postal Priority
Dan BarrettJannine ZuckerPrincipalDeloitte Consulting LLPBringing a Customer Experience (CX) lens to HR
Jennifer RomeSenior Manager Deloitte Consulting LLPLeading Employee Experience (EX) solutions for federal clients
Deloitte is a Leader in Employee and Customer Experience1
Global Leader in Employee Experience Consulting-ALM
Global Leader in CRM and Customer Experience Services-Gartner
Global Tier 1 Provider of Implementation Services-Medallia
1. Citations on slide 19
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Companies that put people first lead in the marketplace
12% 22% 2.3xC U S T O M E R S A T I S F A C T I O N 1 P R O D U C T I V I T Y 2 R E V E N U E G R O W T H 3
1Social Knows: Employee Engagement Statistics (2011) 2 Employee Engagement Does More than Boost Productivity, Harvard Business Review (2011) 3 2017 Deloitte Global Human Capital Trends
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…but despite the proven EX-CX connection, some organizations struggle to achieve this alignment
Break down organizational silos and create shared accountability across the business
Align operational metrics, processes, and policies across business units
Identify friction points in both employee and customer journeys
Link EX, CX and operational/financial data sets to identify shared drivers
Organizations struggle to…
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What has been your greatest challenge in connecting CX & EX?
Text “DELOITTEPOLL” to “37607” and then your answer
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The Solution: Shift ownership for Employee and Customer Experience to all business leaders
Understand what drives Employee
Experience
Determine impact on Customer
Experience
Identify and action plan around the
Shared Moments that Matter
Continuously measure and
improve through Ongoing, Real
Time Data
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USPS is a large, complex organization: there are nearly 2.5B tracking events every day
157MD E L I V E R Y P O I N T S
USPS has +31K retail outlets
+600K employees with a strong union presence
If it were a private sector company, USPS would rank 37th in the Fortune 50
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Our business is changing, which has a significant impact on our operations and workforce.
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
All Mail
Packages & Shipping
202.7
202.7170.9 168.3
159.8 158.2 155.5 154.3 154.3 149.5
3.3 3.1 3.1 3.3 3.5 3.7 4.0 4.55.2
5.7
R E C E S S I O N R E C O V E R Y N O R M A L I T Y
Total USPS VolumeBillions of Pieces
26% D E C L I N E
73% I N C R E A S E
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Our USPS CX Council breaks down silos and promotes a customer and employee-centric culture.
Customer GroupE M P L O Y E E S
F R O N T - L I N E S U P E R V I S O R S
O F F I C E R S
E L T
CX Council Steering Committee
Employee Group
50 customers
• Validating issues
• Refining solutions and rapid prototyping
12-15 customer-facing employees
• Priorities driven by Steering Committee
• Develops problem statements
• Addresses issues
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USPS is applying its CX principles across 5 employee-centric components
“I got the services I need.”
”It was easy to get the services I needed.”
“I felt like a valued customer.”
Consistent, high-quality level of service for customers across journeys and touchpoints
Convenient service and simple process so customers understand where they are in their journeys
Engagement and connection with customers by creating experiences
EFFECTIVENESS EASE EMOTION• Training
• Code of Conduct
• Human Centered Design
• Internal Communications Campaign
WHERE WE WILL APPLY THESE PRINCIPLES
• Policy Evaluation
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USPS has convened frontline employees nationwide to listen and understand their experience.
An overwhelming sense of pride was heard, seen and felt.
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A grassroots campaign led to the development of “Postal Proud” materials, co-created with employees.
“I'd like our mail carrier to be more courteous, instead of just going zoom, zoom, zoom down the road.” — USPS Customer Feedback, 2017
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The “Postal Proud” movement took off, and was tailored locally in offices across the country.
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“I am committed to making every customer experience a great one.”
We have proud employees actively committed to CX and making it a priority every day.
— Gerald Roane, Postmaster WDC at Friendship Post Office in Washington, DC
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And we’ll continue to empower employees to deliver a world-class customer experience.
Employee Focus GroupsTo uncover shared EX/CX drivers
Re-Evaluate “Stupid Rules”That prevent employees from delivering excellent CX
Integrate CX VisionInto frontline employee training
Implement MedalliaTo provide employees with real-time, actionable data
CX- Centric Communicationsvia daily huddles and digital channels
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Knowing what to measure to move the needle on employee experience is key
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Key drivers of employee experience:Organizational Culture Employee Engagement
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We’ve learned what matters most to building a customer-centric culture.
Four key indices stand out as drivers of customer-centric behavior, and these indices are linked to metrics that can be analyzed together with CX data and improved over time.
Courage
Commitment
Inclusion
SharedBeliefs
Collective Focus
Risk &Governance
External Orientation
Change & Innovation
Key Indices
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We’ve also tested what moves the needle on employee engagement—and how to measure it.Simply Irresistible Organization Framework
Meaningful Work• Autonomy
• Select-to-fit
• Small, empowered Teams
• Unstructured time
Supportive Management• Clear and transparent goals
• Coaching
• Investment in development
• Agile performance management
Positive Work Environment• Flexible work environment
• Humanistic workplace
• Culture of recognition
• Fair, inclusive, diverse work environment
Growth Opportunity• Training and support on the
job
• Facilitated talent mobility
• Self-directed, dynamic learning
• High-impact learning culture
Trust in Leadership• Mission and purpose
• Continuous investment in people
• Transparency and honesty
• Inspiration
C R O S S - O R G A N I Z A T I O N C O L L A B O R A T I O N A N D C O M M U N I C A T I O N
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Use journey maps to understand what’s driving customer experience……but recognize the Employee Experience is a parallel, often hidden journey, that greatly impacts customer experience—and map that
C U S T O M E R E X P E R I E N C E J O U R N E Y E M P L O Y E E E X P E R I E N C E J O U R N E Y
Train in g
Perfo rman ce Feed b ack
Career Pat h in gEmp lo y ee Cu s t o mer
Customer/Employee interaction
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What are your organization’s greatest data challenges in connecting Customer and Employee Experience? 1. Identifying the drivers of Employee Experience
2. Determining the shared Moments of Truth for CX & EX
3. Enabling statistical analysis of CX and EX data sets
4. Providing real-time data to managers for action planning
Text “DELOITTEPOLL” to “37607” and then “1, 2, 3, or 4”
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The real magic lies in correlating and reporting CX and EX data in a single, user-friendly platform1
241. Mock-up of Medallia-Deloitte EX-CX dashboard
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What types of insights would you like on a CEM dashboard—like Medallia— to provide?
Text “DELOITTEPOLL” to “37607” and then your answer
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Where can I start?Transforming the organization to deliver on the employee and customer experience
Expand EX responsibilities beyond HRMake EX a shared responsibility across all the business and tie responsibilities and emphasize the role that each business unit plays in EX and CX
Update performance metrics to include CX and EXMake employees and leaders accountable for CX and EX metrics by adding them, or increasing their weight, in performance metrics
Enable Employees to tell you what’s wrongSet up real-time feedback mechanisms where employees—especially those on the front lines—can bring issues to your attention and offer insights to solutions
Make employee trainings customer-centricInfuse a customer mindset into all employee trainings, even if a training is to support internal customers (other employees)
Embed design thinking capabilities into your workforceEquip individuals throughout your organization to tackle CX and EX challenges, not just those focused on developing solutions for external customers
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This publication contains general information only, and none of the member firms of Deloitte Touche Tohmatsu Limited, its member firms, or their related entities (collective, the “Deloitte Network”) is, by means of this publication, rendering professional advice or services. Before making any decision or taking any action that may affect your business, you should consult a qualified professional adviser. No entity in the Deloitte Network shall be responsible for any loss whatsoever sustained by any person who relies on this publication.
As used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte USA LLP, Deloitte LLP and their respective subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.
Copyright © 2018 Deloitte Development LLC. All rights reserved. Member of Deloitte Touche Tohmatsu Limited
Thank you.S O U R C E S
Deloitte named the undisputed global leader in Employee Experience Consulting based on capabilities by ALM IntelligenceSource: ALM Intelligence; Employee Experience Consulting 2017; ALM Intelligence estimates © 2017 ALM Media Properties, LLC. Rreproduced under license
Deloitte named the undisputed global leader in CRM and Customer Experience Services based on completeness of vision and ability to execute by GartnerSource: Gartner, Magic Quadrant for CRM and Customer Experience Implementation Services, Worldwide, Patrick J. Sullivan, Ed Thompson, 8 January 2018
Deloitte named Global Tier 1 Provider of Implementation Services by MedalliaSource: Deloitte / Medallia Partnership Overview, February 2015